managers are organizational members who are responsible for the work performance of other...
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Managers Are Organizational Members Who Are Responsible for the Work Performance of Other Organizational MembersTRANSCRIPT
Managers are organizational members who areresponsible for the work performance of otherorganizational members. Managers have formalauthority to use organizational resources and to makedecisions. Inorganizations, therearetypicallythreelevels of management: top-level, middle-level, andfrst-level. hesethreemain levelsofmanagersformahierarchy, in which they are ranked in order ofimportance. In most organizations, the number ofmanagers at each level is such that the hierarchyresembles a pyramid, with many more frst-levelmanagers, fewer middle managers, and the fewestmanagers at the top level. !ach of these managementlevels is described below in terms of their possible "obtitles andtheir primaryresponsibilitiesand the pathstakentoholdthesepositions. #dditionally, therearedi$erences across the management levels as to whattypesofmanagementtaskseachdoesandtherolesthat they take in their "obs. %inally, there are a numberof changesthat areoccurringinmanyorganizationsthat are changing the management hierarchies inthem, such as the increasing use of teams, theprevalence of outsourcing, and the &attening oforganizational structures.Management 'ierarchy#ll levels of management performthese functions.'owever, theamount of timeamanager spendsoneachfunctiondependsonthelevel of managementand the needs of the organization(factors which playa role in organizational design.Top-level managers include the board of directors,president, vice-president, )!*, and other similarpositions. hey are responsible for planning anddirecting the entire organization.Middle-level managers include general managers,branchmanagers, anddepartment managers, all ofwhomareaccountabletothetop-level managementfor thefunctions of their departments. heydevotemore time to organizing and directing.First-level managers include supervisors, sectionleads, foremen, andsimilar positions. heyfocusoncontrolling and directing.#saresultof thishierarchy, uppermanagementwillview the organizational design from a macro-level andconsider allmoving parts of the organization.Middle-management will generally focus on operationswithin functional or geographic areas. +ower-levelmanagers will look at specifc processes withinfunctions or regions. %roman organizational-designperspective, the higher managers are in theorganization, the broader the view they willtake andthe greater number of moving parts they will consider.(a) Planning:hisisthefrst andthemost important element ofproduction planning and control. ,lanning refers todecidinginadvancewhat istobedoneinfuture. #separate planning department is established in theorganisation which is responsible for the preparation ofpolicies and plans withregard to productionto beundertaken in due course.(b) Routing:,roduction routing is a process concerned withdetermining e-act route or path, a product has tofollow right from raw material till its transformation intofnishedproduct. #fewdefnitionsof routingcanbecited here:((c) Scheduling:.cheduling in simple words means f-ation of time anddatewheneachoperationistobecommencedandcompleted. It is an important part of production controlas all future process of production is based on it..cheduling lays down ground work for all subse/uentsteps in production process(d) Dispatching:0ispatching relates to the process of initiatingproduction in accordance with pre-conceivedproductionplan. It isconcernedwithgivingpracticalshapetotheproductionplan. his includes issuingnecessary orders and instructions and other importantguidelines and information pertaining to work.(e) Checing the progress or Follo!-up:%ollow-upore-peditingfunctionrelatestoevaluationandappraisal of workperformed. If goodsaretobeproducedasplanned, properfollowupore-peditingmust be undertaken. #properly planned followupprocedure is helpful in fnding errors and defects in thework and it also suggests remedial measures.(") #nspection:hisisthelast but not theleast component intheprocess of production planning and control. hefunctionof inspectionis primarilycarriedtoensurewhether desired /uality of products has been achievedornot. Inspectioniscarriedoutatdi$erentlevelsofproduction activity.$ bill o" materials 12oM3 is a list of theparts orcomponents that are re/uired to build a product.he2oM provides the manufacturer4s part number1M,53 and the /uantity needed for each component.%&M 'evel(#ssign each part or assembly a numberto detail where it fts in the hierarchy of the 2*M. hisallows anyone with an understanding of the 2*Mstructure to /uickly decipher the 2*M. Part )umber(#ssign a part number to each part orassembly in order to reference and identify parts/uickly. It is common for manufacturers to chooseeitheran intelligentornon-intelligentpartnumberingscheme. 6hicheverschemeyouuse, makesureyouavoid creatingmultiplepart numbers for the samepart. Part )ame(7ecord the uni/ue name of each part orassembly. his will help you identify parts more easily. Phase(7ecord what stage each part is at in itslifecycle. %or parts in production, it is common to use atermlike8In,roduction9 toindicatethestageof thepart. 5ew parts that have not yet been approved canbe classifed as 4:nreleased4 or 4In0esign4. his ishelpful during new product introduction 15,I3 becauseit allows you to easily track progress and createrealistic pro"ect timelines. Description(,rovideadetaileddescriptionof eachpart that will help you and others distinguish betweensimilar partsandidentifyspecifcparts moreeasily. *uantit+(7ecord the number of parts to be used ineach assembly or subassembly to help guidepurchasing and manufacturing decisions and activities. ,nit o" Measure()lassify the measurement in whicha part will be used or purchased. It is common to use8each9, but standard measures like inches, feet, ouncesand drops are also suitable classifcations. 2econsistent acrossall similar part types becausetheinformation will help make sure the right /uantities areprocured and delivered to the production line. Procurement T+pe(0ocument how each part ispurchased or made 1i.e. o$-the-shelf or made-to-specifcation3 tocreatee;cienciesinmanufacturing,planning and procurement activities. Re"erence Designators(If your product containsprintedcircuit boardassemblies1,)2#s3, youshouldincludereference designators that detail wherethepart fts ontheboardinyour 2*M. )apturingthisinformationinthe2*Mcansavetimeandhelpyouavoid confusion down the road. %&M)otes()aptureother relevant notes to keepeveryonewhointeractswithyour 2*Monthesamepage.